The Praxis of Collaborative Innovation

Dr. Thomas Jackwerth-Rice

doi:10.5771/9783748947226

Zusammenfassung

Wie entstehen neue Technologien? Das Buch zeigt: Nicht durch starre Pläne, sondern durch geteilte soziale Praxis. Am Beispiel der Windenergiebranche analysiert der Autor, wie Innovationsprozesse durch soziale Normen, Standards und Machtkonstellationen gestaltet – oder blockiert werden. Das Buch analysiert systematisch die institutionellen Barrieren kollaborativer Innovationsprojekte und zeigt, dass geteilte Arbeitsnormen das stille Rückgrat jeder erfolgreichen Technologiekollaboration sind. Der Autor liefert damit neue Denkanstöße für ein soziologisch fundiertes Innovationsmanagement und das Management von offenen Innovationen. Er richtet sich damit gleichermaßen an Praktiker:innen, Forscher:innen und politische Entscheidungsträger:innen.

Schlagworte

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Bibliographische Angaben

Copyrightjahr: 2025
ISBN-Print: 978-3-7560-0112-5
ISBN-Online: 978-3-7489-4722-6
Verlag: Nomos, Baden-Baden
Reihe: Wirtschaftssoziologie | Economic Sociology
Band: 8
Sprache: Englisch
Seiten: 223
Produkttyp: Monographie

Inhaltsverzeichnis

KapitelSeiten

Titelei/InhaltsverzeichnisSeiten 1 - 16 Download Kapitel (PDF)
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1. 1.1 The research question
2. 1.2 The social process of collaborative innovation
3. 1.3 A sociological approach to innovation management
4. 1.4 The praxis of collaborative innovation
5. 1.5 Structure of this book
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1. 1. 2.1.1 Rules and practices of IP management
  2. 2.1.2 Preliminary conclusions: Blind spots in the open innovation debate
2. 1. 2.2.1 Knowledge boundaries – The cognitive barriers of collaborative innovation
  2. 2.2.2 Types of barriers to collaborative innovation and knowledge integration
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1. 3.1 The institutional elements of innovation projects
2. 3.2 Standards of technology development
3. 1. 3.3.1 Proposition 1: Monitoring technical standards and sanctioning their non-conformity
  2. 3.3.2 Proposition 2: Establishing a praxis of collaborative problem-solving
  3. 3.3.3 Proposition 3: Adapting technical standards from adjacent fields
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1. 4.1 The process of “casing”
2. 4.2 The structure of the empirical chapters
3. 4.3 Discussing rigor criteria
4. 1. 4.4.1 Wind energy technologies
  2. 4.4.2 Patterns of technological innovation
  3. 4.4.3 Data collection and problem-centered interviews
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1. 1. 5.1.1 Case A: An incumbent supplier and market leader
  2. 5.1.2 Case B: A newcomer and niche product supplier
2. 1. 5.2.1 Case A: Highly regulated product development
  2. 5.2.2 Case B: A new component supply relation
3. 1. 5.3.1 Case A: Imposing technical standards
  2. 1. 5.3.2.1 Central control of component developers
    2. 5.3.2.2 Working standards that control sub-component suppliers
    3. 5.3.2.3 Personal inspection and transparent manufacturing
    4. 5.3.2.4 Homogeneous knowledge on both sides of the partnership
    5. 5.3.2.5 Preliminary conclusions
  3. 1. 5.3.3.1 The power to control technology development
    2. 5.3.3.2 Technical interfaces as a power instrument
    3. 5.3.3.3 Trying to leave the market niche
    4. 5.3.3.4 Preliminary conclusions
4. 1. 5.4.1 Case A: Loss of innovation capabilities
  2. 5.4.2 Case B: Remaining trapped in a market niche
5. 5.5 Interim conclusions
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1. 1. 1. 6.1.1.1 An engineering service provider as “boundary spanner”
    2. 6.1.1.2 The general contractor and project coordinator
  2. 6.1.2 Case D: A newly established innovation network
2. 1. 6.2.1 Case C: Specifying a radical innovation
  2. 6.2.2 Case D: Establishing an innovation network
3. 6.3 Realizing technology development
4. 1. 1. 6.4.1.1 Using a boundary object
    2. 6.4.1.2 No common interest in “knowledge transfer”
    3. 6.4.1.3 Preliminary conclusions
  2. 1. 6.4.2.1 A praxis of collaborative material testing
    2. 6.4.2.2 No power to socially close the approval procedure
    3. 6.4.2.3 Depending on a small number of experts
    4. 6.4.2.4 Preliminary conclusions
5. 1. 6.5.1 Case C: ‘Blind spots’ of technology development
  2. 6.5.2 Case D: Institutional concentration of expertise
6. 6.6 Interim conclusions
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1. 1. 7.1.1 New environmental regulations
  2. 7.1.2 The major players
  3. 7.1.3 Cases E & F: Two system suppliers, two solutions
2. 1. 7.2.1 Case E: Relying on individual creativity and inventiveness
  2. 7.2.2 Case F: Technology transfer from oil and gas
3. 1. 1. 7.3.1.1 Imagining new solutions “in the mind”
    2. 7.3.1.2 Personal conviction instead of collaborative innovation
    3. 7.3.1.3 A collaborative approach to technical invention
    4. 7.3.1.4 Preliminary conclusions
  2. 1. 7.3.2.1 A unique offshore engineering competence
    2. 7.3.2.2 A strategic approach to trust-building
    3. 7.3.2.3 Preliminary conclusions
4. 1. 7.4.1 Case E: Lacking trust in system suppliers
  2. 7.4.2 Case F: Lacking customer cooperation
5. 7.5 Interim conclusions
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1. 8.1 The author’s main argument
2. 8.2 Advancing innovation management research
3. 1. 8.3.1 Using coercive power to impose technical standards
  2. 8.3.2 Relying on personal trust to gain some control
  3. 8.3.3 Individual imagination vs. trial-and-error learning
4. 1. 8.4.1 Incremental innovation: Incumbents are bound to existing technical standards
  2. 8.4.2 Radical innovation: The inability to build coalitions with powerful actors
  3. 8.4.3 Emerging fields of technology development: The lacking legitimacy of system suppliers
5. 8.5 Theoretical relevance
6. 8.6 Practical relevance
7. 8.7 Limitations and implications for future research
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1. 9.1 Interview guide
BibliographySeiten 209 - 223 Download Kapitel (PDF)